How do the technological capability and strategic flexibility of an organization impact its successful implementation of Industry 4.0? A qualitative viewpoint

Sony, Michael; Antony, Jiju; McDermott, Olivia

doi:10.1108/bij-09-2021-0541

Cited by 19 publications

(16 citation statements)

References 117 publications

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“…These are as follows: According to Adebanjo et al . (2023) and Sony et al . (2023), the preparation for the adoption of Industry 4.0 practices within the organization requires the greatest attention to be paid to the training and education of the workforce.…”

Section: Resultsmentioning

confidence: 97%

“…The significance of these Industry 4.0 enablers for the organizations implementing Industry 4.0 has been highlighted in the previous studies. These are as follows: According to Adebanjo et al (2023) and Sony et al (2023), the preparation for the adoption of Industry 4.0 practices within the organization requires the greatest attention to be paid to the training and education of the workforce. According to Antony et al (2023), company culture has a major influence on innovation as well as creativity.…”

Section: Resultsmentioning

confidence: 99%

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MCDM model to rank the performance outcomes in the implementation of Industry 4.0

Kumar

Vrat

Shankar

2023

BIJ

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PurposeIndustry 4.0 has received significant attention in today's competitive business market, necessitating a restructuring of functional domains in nearly every manufacturing organization. A comprehensive strategy to improve performance in preparation for Industry 4.0 implementation necessitates several steps, one of which is the establishment of performance outcomes (POs). The aim of this paper is to identify and rank the POs realized due to the adoption of Industry 4.0 enablers.Design/methodology/approachBased on an extensive literature review and inputs received from experts, a comprehensive list of enablers and the POs was prepared and finalized. This paper proposes a framework based on hybrid solution methodology, namely Neutrosophic Analytical Hierarchy Process (N-AHP) and Neutrosophic Combined Compromise Solution (N-CoCoSo), to rank the POs realized due to the adoption of Industry 4.0 enablers. The N-AHP methodology has been adopted to calculate the relative weights of the Industry 4.0 enablers. In comparison, the N-CoCoSo method has been adopted to rank the POs of Industry 4.0.FindingsThe proposed framework is applied to an Indian manufacturing organization to test the organization's practical applicability. Additionally, sensitivity analysis is also carried out to check the steadiness of the proposed framework. The findings of this study revealed that “Improved responsiveness to market conditions in today's competitive business environment” is the top-ranked PO of Industry 4.0, followed by “Enhanced competitiveness and better market share”, “Better product quality, through smart management of production process” and “Reduction in manufacturing waste and environmental sustainability” which could be realized due to adoption of its enablers.Practical implicationsThis research would aid practitioners by enhancing the practitioners' capacity to understand and prioritize the various POs resulting from implementing Industry 4.0 enablers. Embracing a clear strategic plan will further assist practitioners in improving the efficiency of Industry 4.0 implementation.Originality/valuePrevious literature has only addressed the relationship between Industry 4.0 enablers and POs in a limited way. This paper attempts to compile a comprehensive list of Industry 4.0 enablers relevant to manufacturing organizations in order to fill this knowledge and research gap.

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Section: Resultsmentioning

confidence: 97%

Section: Resultsmentioning

confidence: 99%

MCDM model to rank the performance outcomes in the implementation of Industry 4.0

Kumar

Vrat

Shankar

2023

BIJ

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“…Employees technological capability will assist them in boosting efficiency, speed, accuracy, productivity, and performance, which will affect the ability of the firm to be competitive constantly. Employees who have low technological capabilities can cause technostress and decrease performance and productivity (Al-Mamary et al, 2022;Baskaran et al, 2020;Salisu & Bakar, 2020;Sony et al, 2022;Santoso et al, 2021).…”

Section: Technology Capabilitymentioning

confidence: 99%

“…Previous research also revealed that technological capabilities could be seen from the ability to identify technology, design technology, apply technology, and utilise technology (Joshi et al, 2021). In addition, technological capability could be seen from the ability to obtain, operate, accept, and improve technology (Sony et al, 2022).…”

Section: Technology Capabilitymentioning

confidence: 99%

Can leaders, teamwork, and technological capability boost Indonesian bankers' performance?

Kusumaningrum

Santoso

Kristyana

2023

Bisma (Bisnis Manaj.)

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This research aims to find out the effect of technology capability, leadership support, and teamwork support on employee performance in Indonesian banking sector. The number of samples in this study was 300 bank employees. Data collection uses a questionnaire that is distributed online using Google Forms. Data measurement uses a five-point Likert scale and data processing uses Structural Equation Modelling (SEM). This study found that leadership support has no significant effect on employee performance, while technology capability and teamwork support significantly affect employee performance. Based on the research results, banking companies must focus on improving employee performance, such as increasing employee capabilities and creating a healthy environment for employees to improve and be comparable to increasing company performance in achieving goals. The managerial implication of this study suggests team leaders improve performance by empowering employees, communicating a vision that motivates employees to work harder, and clarifying goals, roles, and rewards. At the supervisory level, a team leader may boost team performance by understanding employee needs, providing support, and building confidence.

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“…The biggest opportunity is the increase of customers' trust in internet transactions, and the biggest threat is the resistance of employees toward the adoption of new technologies. A study by Sony et al (2022) reveals that technological capabilities and strategic flexibility influence the successful implementation of Industry 4.0, which consists of a range of digital technologies. Ghouchani et al analyze the impact of using the internet of things on the development of electronic business.…”

Section: Research Backgroundmentioning

confidence: 99%

Efficiency of the use of information and communication technologies as a determinant of the digital business transformation process

Krstić

Petrović

Nedeljković

et al. 2022

BIJ

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PurposeThe purpose of this paper is an analysis of the process of digital transformation of enterprises, by measuring the efficiency of the use of information and communication technologies (ICTs) in business in 29 European countries in the period from 2012 to 2020.Design/methodology/approachA Charnes, Cooper and Rhodes data envelopment analysis (CCR DEA, 1978) window model has been developed to measure the ICT efficiency of European countries. Several indicators of the use of information and communication technologies in enterprises are selected as the variables of the proposed models, which are available as such in the Eurostat database for European countries. Due to the sensitivity of the results obtained by applying the DEA method to measurement errors and output values, the robustness analysis of the obtained values of average efficiency is also performed, using the bootstrap method.FindingsThe obtained results show that the highest average technical efficiency of the use of ICT in companies by windows, in the observed period, is recorded in Belgium, while Denmark is in the second place. Bulgaria, Romania, Greece and Latvia have the lowest average technical ICT efficiency per window. The analysis of the obtained results by years in the same period brings identical conclusions. Only Belgium has been ICT efficient many times. In general, for all observed countries, the movement of average ICT efficiency in the observed period shows a slightly growing trend, with the exception of a significantly decline in 2013. However, the fact is that the ICT efficiency of the observed countries in the past period is relatively low and for all countries it is 46.36%, with no country being 100% efficient and with eight countries whose average efficiency is below 50% of best practice.Research limitations/implicationsTo measure and evaluate the efficiency of ICT use in enterprises, four variables for efficiency assessment are identified, given the fact that only these data are available continuously for the observed period from 2012 to 2020 in the Eurostat database.Practical implicationsLow efficiency of using digital potential in business of the observed countries indicates the need for better understanding of the nature and goals of the digital business transformation process by employees and management, to create conditions for effective implementation and optimization of business digitalization.Originality/valueMeasurement of digital transformation is the subject of a very small number of studies and research, which mainly focus on measuring and assessing the impact of digital transformation on individual countries and perform a comparative analysis of technological development in those countries. Also, analyses are mainly based on identifying similarities and differences between countries or ranking countries according to adopted evaluation criteria using different digitization indices. A step forward in this research is the application of the DEA window method for measuring the relative efficiency of the use of ICT in enterprises, and the development of a model that can be extended if necessary with indicators for which data are available.

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How do the technological capability and strategic flexibility of an organization impact its successful implementation of Industry 4.0? A qualitative viewpoint

Cited by 19 publications

References 117 publications

MCDM model to rank the performance outcomes in the implementation of Industry 4.0

MCDM model to rank the performance outcomes in the implementation of Industry 4.0

Can leaders, teamwork, and technological capability boost Indonesian bankers' performance?

Efficiency of the use of information and communication technologies as a determinant of the digital business transformation process

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